Competitiveness. Image: SAP Image Library (Royalty Free)
Frequent changes and constant adaptations are the new normal; therefore, the employees must review their skills and compare those against the market and the company's strategy to remain competitive within the market labor. A self-assessment becomes the primary tool to understand the gaps, weaknesses, and personal needs to cope with the expectations; hence, supporting career development while embracing the change. At the same time, a third-party appraisal from their manager or mentor improves the focus, avoiding the development plan´s deviation.
A self-assessment becomes the primary tool to understand the gaps, weaknesses, and personal needs to cope with the expectations.
A changing environment is not emerging within isolated contexts, from small groups to teams, the whole organization faces changing requirements; therefore, it is expected to create coordinated plans to improve its responsiveness. While the company´s strategy supports it, the group and the individual requirements demand ownership and planning to speed up the adaptation process according to the company´s expectations.
The leader´s role creates a cornerstone to support their team and the transition to accommodate the new strategy, having a sense of ownership, humility, and reality; while a supportive leader creates a trustworthy environment to adequate their team´s individual needs and then reinforce their transition to improve the adaptability during changing times. Also, servant leaders create unique and individual challenges for each team member, puzzling their strengths and supporting their weaknesses while increasing cohesion to improve the general results of the unit.
The most experienced leaders are capable of sailing turbulent waters with the clarity to be prepared for more challenging times while embracing the change and keeping the team´s interests beyond selfishness and personal interests; therefore, Having the certainty that turbulent white waters are yet to come and the current storm will support the growth and resilience training to become better prepared for upcoming demanding times. The importance of changes relies on being gradually exposed to different situations that create the required strength to support the team, while those challenging environments provide tools to grow organically as a great leader.
The early career stages form people at the job and leadership level, hence a replication process occurs, wherein a mentoring leader will cultivate those abilities within their team and they will reproduce those positive practices in the future. Negative practices like micromanagement increase the toxicity across the team and become easily replicated in future endeavors creating an undesirable organic replication. The people´s self-awareness becomes a crucial tool to identify those activities and stop the replication to avoid further damage, in this context embracing the change supports the transition to healthier practices and nurtures better relationships, the gradual delegation and sense of independence improve the security and accountability two essential factors required to address complex situations; a combination of trust, empowerment, and guidance to form the next generation of leaders.
Sailing turbulent times becomes teamwork where the leader supports the re-skilling process while continuous feedback improves the team's effectiveness during the transition, also embracing leadership during turbulent periods creates strong bonds among team members and supports leadership development for future generations. Therefore a sensitive leader makes possible smooth knowledge and soft-skills transition supporting.
Welcoming diversity and creating a sense of partnership allow teams to acquire different skills and attract talent without tags or preferences while improving employability and thus aligning social responsibility from groups
Welcoming diversity and creating a sense of partnership allow teams to acquire different skills and attract talent without tags or preferences while improving employability and thus aligning social responsibility from groups. The passion for winning drives the persons to address complex situations, this passion embraces two pillars, the internal needs including the people´s grit, and the leader´s supportive actions. While the first requires adaptation and clarity, the second challenges the leader when people are not in the right place or they feel inquired to motivate the team members.
An effective leader embraces the change and takes advantage of the team's diversity, generating value from the unique capabilities of their team and becoming a champion encouraging, developing, and challenging each individual according to their abilities, background, and experience. High-performance teams work cohesively and support each team member because their outcome behaves like a puzzle, a whole combination of individual contributions.
The adaptability and the speed to fit into the situations increases the success factor, wherein embracing the change is fundamental, attracting the whole team to get buy-in about the change becomes a crucial challenge to a leader, who must work to create the best possible conditions to nurture the creativity and thus increase the attractiveness to their team as the leader´s main goal beyond role description and assignation.
The comfort zone becomes an anchor to career development and thus forms a barrier to facing changes when people remain static, a natural development to change avoidance becomes common. The leader and the person must work together to identify those comfort zones and how to develop tools to improve adaptability while the whole team faces changes without disruptions. It is not necessary to face a disruptive change to move out of their comfort zone, solve common problems in different ways, analyze outcomes, and increase creativity during the solution helps people avoid career stagnation and gradually creates awareness about resistance to change.
Being adaptable is fundamental to becoming a professional unlearner, when the persons are doing the same activities for a long time, there are always ways to improve and then master it. Among different feelings facing the changes, discomfort arose with capital letters, the capacity to analyze the reasons, roots, and recurrent responses provides facts to interpret the discomfort and thus create strategies to accept, avoid or transfer it, the capability to continuously learn, increases the brain plasticity and exercise the capabilities required to apply those new learnings to face change smoothly without significant inconveniences.
Finally, a team belonging experience becomes a temporary endeavor where the leader and their team members must create the best conditions to exploit the people´s full potential, while the individual contribution becomes a cornerstone to increase the successfulness at the same time increases the visibility to address future challenges, when this symbiosis fails, the team´s dynamic becomes disrupted, a perceived sensation of achievement is granted and negative grounds are rooted between the manager and the employee.
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